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Because it needs three things that live in three systems: what was sold, what was spent, and what was billed. Assembling them takes a finance person a day, so it happens once a quarter.
By then the project is delivered. The number explains what happened rather than changing it, and the same mistake is already being made on the next one.
Revenue comes from the contracted value in Flow and what Books has actually invoiced. Cost comes from approved hours at the person's real cost rate from Nest, plus expenses coded to the project.
All three update as they happen, so margin is a live figure with a drill-down to the specific hours and invoices behind it.
A project drifting shows in week three, not at close. The conversation about scope happens while the client still has options.
Quoting improves because the margin on comparable past projects is a number you can look up, by client, by kind of work, and by who delivered it.
It will not allocate overhead for you. It shows direct cost and direct revenue; how much of the office and the ops team a project should carry is an accounting policy Books holds.
It also cannot value unbilled work you have decided not to bill. Written-off time shows as cost with no revenue, which is the honest presentation.
Nothing here is an integration. Each line is two products reading the same record from different sides.
Revenue comes from the contracted value in Flow and what Books has actually invoiced. Cost comes from approved hours at the person's real cost rate from Nest, plus expenses coded to the project.
A project drifting shows in week three, not at close. The conversation about scope happens while the client still has options.
It will not allocate overhead for you. It shows direct cost and direct revenue; how much of the office and the ops team a project should carry is an accounting policy Books holds.
Fourteen days, every module, no card. Or half an hour with someone who will run it on your own records and tell you where it does not help.